Accumulated knowledge, uniquely applied at each management level, is one of the greatest untapped resources in any organization. Managing in today’s business environment requires specialized skills and knowledges (plural intended) at each management level. Meeting the challenge of managing an organization effectively requires a "Hierarchy of Knowledge", a well defined organizational structure, and clear identification of accountabilities at each management level
This 2-day seminar is more than a training program – it presents a total management process by identifying the unique knowledges and accountabilities by which levels of management work together in a true team relationship.
THIS PROGRAM IS DESIGNED FOR:
To establish a management system that is consistent across all management levels
To show you the uniquely different functions you should expect from your supervisors
To identify pay-off duties that grow the organization rather than simply maintain the status quo
To present the logic for spending less time on solving problems and more time on seizing opportunities for growth and development
To provide real world, non-theoretical concepts and techniques for managing in today’s business environment. It presents a complete process for management training and development by providing an integrated approach to organization development as well as specific management skills.
At the end of this workshop, you will be able to:
*Differentiating levels of management; defining the levels of supervision, middle management, and top management and the unique skills and knowledges (plural intended) required at each level
*Open discussion to identify the unique role of supervisors as being the management "experts" in the methods and techniques of the work they supervise; managers as being the "experts" in the methods and techniques of supervision and as being accountable for lateral coordination with other managers (internal management)
*The three primary roles of middle managers – getting supervisors to supervise, organization management, and opportunity management
*Getting supervisors to supervisors; case study to establish how competing pressures and priorities in the operating environment effect supervisory performance; the concept of "really wants vs hope fors" as supervisors perceive them
*Total environment; demands on the supervisors time that go beyond supervision such as "boss-imposed activities", fire-fighting, organizational (non-work) demands, and "administrivia"; supervisory time reduced as other demands increase
*Routine vs pay-off duties; routine duties are ones that must be accomplished. They are system process imposed; pay-off duties are not demanded but, if done, will produce performance improvements; unfortunately when time demands for non-supervisory duties increase, pay-off duties are the first to be postponed or eliminated.
*The "15 second pause"; a powerful technique for developing supervisors in the work environment where true development takes place
*Manager's role in total supervision and how to personalize the job of supervision based on managers list of pay-off duties
*Creating a "causal atmosphere" as a means of setting and maintaining priorities and for assuring on-going attention by supervisors to planning and implementing pay-off activities; using the power of the informal environment
*The Causal Atmosphere applied to the training of supervisors; what managers can do to assure that training pays off
*Group exercise to utilize the Causal Atmosphere concept to create a plan for planning and implementing a pay-off duty selected by the group
*The Manager’s Apparent Interest Index; a tracking tool to assist managers in evaluating how well they are communicating their priorities to their supervisors
*Organization Management; concepts related to the question, "Are we doing things right?"; the 4 deadly sins that sap the energy and resources of organizations; the need for preventive maintenance; group discussion on ways to deal with typical organization management issues
*Line/staff relationships; who is accountable for what when utilizing staff services; the 4 organizational prices paid when staff functions are misused or accountabilities are nor clearly defined
*Opportunity Management; techniques for managers to answer the question, "Are we doing the right things?"; Drucker’s 90/10 concept to illustrate the spread of resources between contributing and non-contributing activities
*Defining contributing activities; utilizing a needs-return analysis to identify contributing and non-contributing activities
*Becoming an "internal entrepreneur"; how to deal with non-contributing activities and convert the resources to pay-off projects